logging in or signing up Checklist for Evaluating New Ideas and Ventures Gabriel Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1182 Category: Education License: All Rights Reserved Like it (2) Dislike it (0) Added: February 19, 2008 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: lrayes (35 month(s) ago) i need to download it Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Checklist for Evaluating New Ideas and Ventures : Checklist for Evaluating New Ideas and Ventures Key Factors for Success Bruce Gjovig Entrepreneur Coach and Director Center for Innovation, Rural Tech Incubator TECHNICAL EVALUATION: TECHNICAL EVALUATION Innovative product, not “me too” Competitive advantages, features, and benefits Barriers to competitive entry (hard to imitate) High quality Third-party test results Ability to deliver a consistent, quality product on time Spin-off, different market applications Environmentally safe No safety/health risks, regulatory controlMARKET EVALUATION: MARKET EVALUATION Competitive advantage “USP”: Unique Selling Proposition Differentiate on quality, service, or innovation Market Pull vs. Market Push Solves customer problems Sunrise vs. Sunset marketMARKET EVALUATION CONTINUED: MARKET EVALUATION CONTINUED Significant market niche Market plan/strategy Distribution channels available Repeat sales likely Year-round vs. Seasonal demand Approaches to Differentiation: Approaches to Differentiation Prestige – Rolex, Mont Blanc Quality – Honda, Cadillac Top-of-the-Line image – Ralph Lauren, Cross Pens Innovative, technological leadership – 3M Corp. Engineering design and performance – Mercedes Approaches to Differentiation Continued: Approaches to Differentiation Continued A different taste – Dr. Pepper, Listerine Product reliability – Johnson & Johnson baby products Superior service – Federal Express Full range of services – Merrill Lynch Complete line of products – Campbell’s Soups Spare parts availability - Caterpillar Approaches to Differentiation Continued: Approaches to Differentiation Continued More for your money – McDonald’s, Wal-Mart Special features – Jenn-air’s indoor cooking tops Economy – GE’s miser light bulbsECONOMIC EVALUATION: ECONOMIC EVALUATION Premium, price possible for quality Competing on innovation, quality & service - not price Low up-front investment intensity Low overhead High value-added Business plan ECONOMIC EVALUATION CONTINUED: ECONOMIC EVALUATION CONTINUED High productivity Minimum product liability Owners have financial commitment Management paid for performance, not title High Return on Investment (ROI) Realistic financial projections Good margins & profitability Good cash flowMANAGEMENT EVALUATION (The most important criteria): MANAGEMENT EVALUATION (The most important criteria) Experienced in industry Entrepreneurial aptitude and attitude Results-oriented, bias for action Business experience and education Visionary leadership – sees “big” picture Business strategy is clear and concise MANAGEMENT EVALUATION (The most important criteria): MANAGEMENT EVALUATION (The most important criteria) “Team” has experience and depth (Production, engineering, finance, marketing, management) Experienced consultants, advisors (Technical, business, legal, accounting) Outside accountability Board of Directors, investors, etc. Five-Year Profitable Survival of New Business: Five-Year Profitable Survival of New Business Profitable Marginal Failed Inexperienced, uneducated 8% 62% 30% Inexperienced, educated 25% 29% 46% Experienced, uneducated 25% 23% 52% Experienced, educated 61% 16% 25% Experienced, educated, planned 81% 12% 7%RELATIVE MARKET SHARE IS CLOSELY RELATED TO PROFITABILITY : RELATIVE MARKET SHARE IS CLOSELY RELATED TO PROFITABILITY High Market Share Increases ROIROI INCREASES WITH MARKET SHARE RANK : ROI INCREASES WITH MARKET SHARE RANK Higher Market Share Increases ROIProfit (Pre-Tax, pre-interest) : Profit (Pre-Tax, pre-interest) Quality Increases Rate of Return HIGH QUALITY PRODUCTS & SERVICES ARE MOST PROFITABLE (Less 12% cst of cap.) : HIGH QUALITY PRODUCTS & SERVICES ARE MOST PROFITABLE (Less 12% cst of cap.) Quality Increases Rate of ReturnQuality Customer Service Based on 3,000 businesses in all sectors of the economy. --Strategic Planning Institute, Cambridge, MA: Quality Customer Service Based on 3,000 businesses in all sectors of the economy. --Strategic Planning Institute, Cambridge, MAPay for Quality : Pay for Quality Definition of “Quality”: Definition of “Quality” The customer’s judgment, not yours Both the product and the associated services Not absolute, but relative to competitors Does not include price Quality Index = Percent of sales from superior minus Percent of sales from inferior productsGOOD PRODUCTIVITY IS CLOSELY TIED TO HIGH ROI: GOOD PRODUCTIVITY IS CLOSELY TIED TO HIGH ROI High Productivity Increases ProfitabilityCAPITAL INTENSITY HURTS PROFITABILITY: CAPITAL INTENSITY HURTS PROFITABILITYAS INVESTMENT INTENSITY RISES ROI DECLINES: AS INVESTMENT INTENSITY RISES ROI DECLINES Capital Intensity Decreases Profitability Major Factors Causing High Profits: Major Factors Causing High Profits Strong Market Position Relative Market Share > 80% Low Investment Intensity Investment/Sales < 33% High Productivity Value Added/Employee > $60 K High Perceived Quality Quality > 50% Low R&D Marketing Expense Marketing + R&D/Sales < 10% Major Factors Causing Profit Trouble: Major Factors Causing Profit Trouble Weak Market Position Relative Market Share < 25% High Investment Intensity Investment/Sales < 33% Fixed Capital or Working Capital Investment/Sales > 70% Low Productivity Value Added/Employee < $45K Poor or Standard Quality Quality < 0 High R&D & Marketing Expense Marketing + R&D/Sales > 15%Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, Service: Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, ServicePercentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, Service: Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, ServiceProduct Lifecycle: Product Lifecycle 17-20 years – 1970 10-20 years – 1980 5-6 years – 1990 2-3 years – 2000 Less than 1 year for some products Need for constant innovation, improvement, new product development3M: 3M 30% of sales from products introduces within last 5 years 10% real growth annually 10% profitability after taxes 27% return on capital investment 15% rule of timeNew Products: New Products Need a champion Market test Get to market swiftly (market plan) First to market gains share, higher margins, etc. Sell benefits, not features Unique benefits – innovative, better, faster, etc.Slide30: Some 37% of U.S. households include someone who has founded, tried to start or helped fund a small business. - Entrepreneurial Research ConsortiumSmall Business Success… : Small Business Success… 70% going after 8 years -Dun& Bradstreet survey of 800,000 small businesses started in 1985 80% fail in 5 years is myth!Slide32: “Every Community will lose about 10% of its jobs each year – from acquisition, downsizing, death, retirements or other causes. About 55% of all new jobs are from expansions of existing local companies and nearly 45% of new jobs are created by startup companies. Less then 1% of net new jobs occur as the result of relocations.” -David Birch, Ph.D. Cognetics Slide33: “Fast growth companies that utilize university resources boast productivity rates 59% higher than peers without a university relationship, as well as 21% higher annual revenues and 23% more capital investments. Private/public collaboration provides a strategic advantage for a significant number of high growth companies.” -1995 Coopers & Lybrand StudyNet new jobs come form…: Net new jobs come form… 66% employers of less than 20 80% employers of less than 100 50% less than 4 years old 1/3 generate 2/3 new jobs 80% of new salesHigh risk Economy: High risk Economy Unemployment Low Real Wages – all time high Record Profits Export Growing 3x growth of economy BUT… 12% college graduates lost job since 1993 Corporate downsizing Job insecurity Economic uncertainty Slide36: Growth Has been traded for Security Higher risk…higher rewardStrategies for Workers…: Strategies for Workers… High tech career -most growth, most turmoil Exporting company -pays 12% more on average Self-employed Strategies for companies…: Strategies for companies… Reengineer, restructure -boost productivity, profits -cut costs Technological innovation Export in growth countries Invest in deregulated markets You do not have the permission to view this presentation. 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Checklist for Evaluating New Ideas and Ventures Gabriel Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1182 Category: Education License: All Rights Reserved Like it (2) Dislike it (0) Added: February 19, 2008 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: lrayes (35 month(s) ago) i need to download it Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Checklist for Evaluating New Ideas and Ventures : Checklist for Evaluating New Ideas and Ventures Key Factors for Success Bruce Gjovig Entrepreneur Coach and Director Center for Innovation, Rural Tech Incubator TECHNICAL EVALUATION: TECHNICAL EVALUATION Innovative product, not “me too” Competitive advantages, features, and benefits Barriers to competitive entry (hard to imitate) High quality Third-party test results Ability to deliver a consistent, quality product on time Spin-off, different market applications Environmentally safe No safety/health risks, regulatory controlMARKET EVALUATION: MARKET EVALUATION Competitive advantage “USP”: Unique Selling Proposition Differentiate on quality, service, or innovation Market Pull vs. Market Push Solves customer problems Sunrise vs. Sunset marketMARKET EVALUATION CONTINUED: MARKET EVALUATION CONTINUED Significant market niche Market plan/strategy Distribution channels available Repeat sales likely Year-round vs. Seasonal demand Approaches to Differentiation: Approaches to Differentiation Prestige – Rolex, Mont Blanc Quality – Honda, Cadillac Top-of-the-Line image – Ralph Lauren, Cross Pens Innovative, technological leadership – 3M Corp. Engineering design and performance – Mercedes Approaches to Differentiation Continued: Approaches to Differentiation Continued A different taste – Dr. Pepper, Listerine Product reliability – Johnson & Johnson baby products Superior service – Federal Express Full range of services – Merrill Lynch Complete line of products – Campbell’s Soups Spare parts availability - Caterpillar Approaches to Differentiation Continued: Approaches to Differentiation Continued More for your money – McDonald’s, Wal-Mart Special features – Jenn-air’s indoor cooking tops Economy – GE’s miser light bulbsECONOMIC EVALUATION: ECONOMIC EVALUATION Premium, price possible for quality Competing on innovation, quality & service - not price Low up-front investment intensity Low overhead High value-added Business plan ECONOMIC EVALUATION CONTINUED: ECONOMIC EVALUATION CONTINUED High productivity Minimum product liability Owners have financial commitment Management paid for performance, not title High Return on Investment (ROI) Realistic financial projections Good margins & profitability Good cash flowMANAGEMENT EVALUATION (The most important criteria): MANAGEMENT EVALUATION (The most important criteria) Experienced in industry Entrepreneurial aptitude and attitude Results-oriented, bias for action Business experience and education Visionary leadership – sees “big” picture Business strategy is clear and concise MANAGEMENT EVALUATION (The most important criteria): MANAGEMENT EVALUATION (The most important criteria) “Team” has experience and depth (Production, engineering, finance, marketing, management) Experienced consultants, advisors (Technical, business, legal, accounting) Outside accountability Board of Directors, investors, etc. Five-Year Profitable Survival of New Business: Five-Year Profitable Survival of New Business Profitable Marginal Failed Inexperienced, uneducated 8% 62% 30% Inexperienced, educated 25% 29% 46% Experienced, uneducated 25% 23% 52% Experienced, educated 61% 16% 25% Experienced, educated, planned 81% 12% 7%RELATIVE MARKET SHARE IS CLOSELY RELATED TO PROFITABILITY : RELATIVE MARKET SHARE IS CLOSELY RELATED TO PROFITABILITY High Market Share Increases ROIROI INCREASES WITH MARKET SHARE RANK : ROI INCREASES WITH MARKET SHARE RANK Higher Market Share Increases ROIProfit (Pre-Tax, pre-interest) : Profit (Pre-Tax, pre-interest) Quality Increases Rate of Return HIGH QUALITY PRODUCTS & SERVICES ARE MOST PROFITABLE (Less 12% cst of cap.) : HIGH QUALITY PRODUCTS & SERVICES ARE MOST PROFITABLE (Less 12% cst of cap.) Quality Increases Rate of ReturnQuality Customer Service Based on 3,000 businesses in all sectors of the economy. --Strategic Planning Institute, Cambridge, MA: Quality Customer Service Based on 3,000 businesses in all sectors of the economy. --Strategic Planning Institute, Cambridge, MAPay for Quality : Pay for Quality Definition of “Quality”: Definition of “Quality” The customer’s judgment, not yours Both the product and the associated services Not absolute, but relative to competitors Does not include price Quality Index = Percent of sales from superior minus Percent of sales from inferior productsGOOD PRODUCTIVITY IS CLOSELY TIED TO HIGH ROI: GOOD PRODUCTIVITY IS CLOSELY TIED TO HIGH ROI High Productivity Increases ProfitabilityCAPITAL INTENSITY HURTS PROFITABILITY: CAPITAL INTENSITY HURTS PROFITABILITYAS INVESTMENT INTENSITY RISES ROI DECLINES: AS INVESTMENT INTENSITY RISES ROI DECLINES Capital Intensity Decreases Profitability Major Factors Causing High Profits: Major Factors Causing High Profits Strong Market Position Relative Market Share > 80% Low Investment Intensity Investment/Sales < 33% High Productivity Value Added/Employee > $60 K High Perceived Quality Quality > 50% Low R&D Marketing Expense Marketing + R&D/Sales < 10% Major Factors Causing Profit Trouble: Major Factors Causing Profit Trouble Weak Market Position Relative Market Share < 25% High Investment Intensity Investment/Sales < 33% Fixed Capital or Working Capital Investment/Sales > 70% Low Productivity Value Added/Employee < $45K Poor or Standard Quality Quality < 0 High R&D & Marketing Expense Marketing + R&D/Sales > 15%Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, Service: Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, ServicePercentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, Service: Percentage of New Produce Failures For Three Types of Businesses: Consumer, Industrial, ServiceProduct Lifecycle: Product Lifecycle 17-20 years – 1970 10-20 years – 1980 5-6 years – 1990 2-3 years – 2000 Less than 1 year for some products Need for constant innovation, improvement, new product development3M: 3M 30% of sales from products introduces within last 5 years 10% real growth annually 10% profitability after taxes 27% return on capital investment 15% rule of timeNew Products: New Products Need a champion Market test Get to market swiftly (market plan) First to market gains share, higher margins, etc. Sell benefits, not features Unique benefits – innovative, better, faster, etc.Slide30: Some 37% of U.S. households include someone who has founded, tried to start or helped fund a small business. - Entrepreneurial Research ConsortiumSmall Business Success… : Small Business Success… 70% going after 8 years -Dun& Bradstreet survey of 800,000 small businesses started in 1985 80% fail in 5 years is myth!Slide32: “Every Community will lose about 10% of its jobs each year – from acquisition, downsizing, death, retirements or other causes. About 55% of all new jobs are from expansions of existing local companies and nearly 45% of new jobs are created by startup companies. Less then 1% of net new jobs occur as the result of relocations.” -David Birch, Ph.D. Cognetics Slide33: “Fast growth companies that utilize university resources boast productivity rates 59% higher than peers without a university relationship, as well as 21% higher annual revenues and 23% more capital investments. Private/public collaboration provides a strategic advantage for a significant number of high growth companies.” -1995 Coopers & Lybrand StudyNet new jobs come form…: Net new jobs come form… 66% employers of less than 20 80% employers of less than 100 50% less than 4 years old 1/3 generate 2/3 new jobs 80% of new salesHigh risk Economy: High risk Economy Unemployment Low Real Wages – all time high Record Profits Export Growing 3x growth of economy BUT… 12% college graduates lost job since 1993 Corporate downsizing Job insecurity Economic uncertainty Slide36: Growth Has been traded for Security Higher risk…higher rewardStrategies for Workers…: Strategies for Workers… High tech career -most growth, most turmoil Exporting company -pays 12% more on average Self-employed Strategies for companies…: Strategies for companies… Reengineer, restructure -boost productivity, profits -cut costs Technological innovation Export in growth countries Invest in deregulated markets